MAM

A CEO’s guide to visionary leadership: Dr Somdutta Singh

Published

2 years ago

February 12, 2024

Mumbai: Scholar, organisational consultant and author, Warren Bennis has rightfully said, “Leadership is the capacity to translate a vision into reality.”

Let’s get one thing straight. Crafting a vision for your organisation is the only fundamental skill a leader should have.

Everything else is secondary. Period!

An upfront, heroic, and inspirational vision might just be magical: it unites individuals across the company under one shared objective and serves as the one focal point for devising strategies to realize a brighter future.

So. It’s time for your organization to progress – and this journey requires a leader with vision to drive it.

When we speak of company culture, three essential concepts evoke: mission, values, and vision. The mission, sometimes referred to as a purpose statement, defines the reason for a company’s existence; values interpret the manner in which individuals interact within the company, while vision describes the company’s future trajectory.

Remember what legendary management consultant and writer Peter Drucker has said, “Culture eats strategy for breakfast”.

Wait, he didn’t mean that strategy was irrelevant – it was rather that a powerful and empowering culture was a certain route to organizational success.

Over my years as a CEO, founder, investor and mentor, I have had conversations with numerous executives and there’s one thing that stands out, vision always holds a prominent place in their thoughts.

Where do they envision their company in the future?

What course must they chart to reach that destination?

Should they transition everyone back to full-time office work, persist with hybrid roles, or endorse fully remote work?

How should they organize their teams?

What approach will be most effective in nurturing client growth and delivering exceptional service in the future?

You might find yourself pondering some of these same questions. The response to all these inquiries ultimately boils down to your vision or your envisioned future.

Will you press onward, or would reverting to past practices be more prudent?

You likely have the answer you are looking for.

Your vision holds paramount importance for your company culture, compelling a leader with vision to breathe life into it.

Who is a visionary leader?

Visionary is a person who contemplates the future with imagination and intelligence.

It involves envisioning the world not merely as it presently exists, but as it could be, and discerning potential where others might not.

Take this for instance. If you have a child at home, you might currently be reminded of their abundant imagination and penchant for considering endless possibilities! Children consistently detect potential where others fail to, utilizing their imaginations to conceive of what might be.

However, the wisdom aspect of “visionary” likely remains a work in progress.

Certainly, you, too, can possess visionary qualities, but mere possession of a vision does not equate to being a visionary leader.

To embody visionary leadership is to translate your vision into action through your team. It necessitates identifying your vision, articulating it clearly, and igniting enthusiasm within your team to garner their support.

Yes, visionary leadership poses challenges, yet, it is a challenge that some of the most successful entrepreneurs have willingly embraced.

Let’s take a look at some visionary leaders…

Henry Ford from Ford Motor Company harbored a vision that stirred the imaginations of many: to manufacture and market a simple, sturdy, dependable, and affordable automobile for the masses. He envisioned the world as it could be by not only committing to manufacturing cars but also by extending his commitment to the masses.

In fact, his vision was so compelling that he effectively employed it to secure investments from others.

Ford identified and attracted exceptional individuals by discerning potential where others could not. Subsequently, he harnessed his vision and translated it into action through his collaborators and employees.

Ford summed this quite well when he said, “Whether you think you can, or you think you can’t, you’re right.”

Next, how about Netflix’s Reed Hastings?

Hastings founded Netflix in 1997 with an initial vision: to save consumers’ time and money by directly delivering movies to their homes. Simple enough, yet, I wish I thought about it, right?

Initially, Hastings achieved success with Netflix’s inaugural business model. However, similar to many visionary leaders, the crux of Reed Hastings’ success lay in his transformative vision. He famously declared, “Don’t be afraid to change the model.”

Hastings did not cease innovating following his initial triumph. His vision evolved – what if consumers could stream movies directly to their televisions, bypassing physical mail entirely? Hastings envisioned the future as it could be and outlined the path for his team. At the time, streaming technology did not even exist!

Of course, we know the ending of this story quite well, don’t we?

Had Netflix persisted solely as a DVD rental business, would it have mirrored Blockbuster’s fate?

GoPro’s Nick Woodman will definitely be on my list.

Woodman founded GoPro, a company that propelled him to become one of the world’s youngest self-made billionaires. His vision originated from his passion for surfing: he aspired to capture videos and photos while out on the water. Woodman’s vision subsequently expanded to encompass the broader populace.

Throughout his entrepreneurial journey, Woodman encountered numerous setbacks. For most individuals, these setbacks would have spelled defeat. Yet, the crux of Woodman’s visionary leadership lies in his adaptability and vulnerability. He coined the acronym FAIL – From Action I Learn. He adeptly navigated obstacles while keeping his vision and his team at the forefront.

What are the advantages of becoming a visionary leader?

Culture at the heart of all you do

Outlining a vision and translating it into action through your team reinforces your organization’s culture.

Individuals yearn for a connection to the overarching objectives of the organization and seek to understand the impact of their contributions. Visionary leaders possess the capacity to rally individuals together and propel them toward a shared objective.

Your mission, or the WHY, and the values, or the HOW, ultimately stem from this vision.

As gathered from Nick Woodman’s story, visionary leadership fosters a psychological safety net by nurturing an world where it is OK to innovate, even if it result in making mistakes. When you feel secure enough to exhibit vulnerability, you foster cohesion.

Your teams are highly, highly engaged

We cannot talk of robust cultures and not talk about engaged employees, can we?

According to Forbes, highly engaged teams exhibit 21 per cent greater profitability, 41 per cent reduced absenteeism, and 59 per cent lower turnover rates.

Engagement entails an emotional commitment and a willingness to deliver one’s best at work. Employees who arrive at work each day excited about the where, why, and how naturally invest themselves in their tasks.

You, the visionary leader ensures alignment and collaboration toward this common vision.

No more silent departures

I don’t need to spell this out, do I?

By now, everyone is familiar with silent departures. Similarly, it’s understood that robust cultures and high levels of employee engagement correlate with reduced instances of silent departures. When employees harbor an emotional commitment and willingly offer their best each day, silent departures become infrequent.

Visionary leadership is what sets the stage.

Employer branding at its best

Your employer brand is your organization’s identity and reputation as an employer.

With a visionary leader steering the ship, establishing a formidable reputation becomes effortless.

Employees are motivated and engaged, clients and customers reap the benefits, and the organization’s direction is transparent to all observers. The Brandon Hall Group discovered that companies boasting robust employer brands are 3 times more likely to make superior hires. Employer branding is integral to a company’s sustainable growth.

How do you become a visionary leader?

In the words of Walt Disney, “If you can dream it, you can do it!”

The first step toward visionary leadership is of course, envisioning your vision.

Visualize the future of your organization applying innovation, imagination, and rationality. Where do you foresee your organization in three, five, and ten years?

Begin with a blank canvas and commence reimagining.

Once you have a crystal-clear vision, your journey toward visionary leadership hinges on the cultivation of enduring habits. Here are four focal areas:

1. Translating vision into action

Remember, the “leader” in visionary leadership transforms vision into action. Paint a compelling portrait of your vision and be vulnerable!

Mistakes can be made and yes, a. that’s ok and b. let people around you, you can make mistakes.

Get your team along with you on your journey and collaborate to determine the why and how underlying the envisioned future. Cultivate a habit to ensure you value and incorporate everyone’s perspectives.

Remember, your vision will evolve. That’s the only way.

Imagine what would have happened if Henry Ford and Reed Hastings had shunned change? Would their narratives have been the same?

2. Motivate people

Every member on your team is contributing something to the collective success of your business. It’s imperative to invest time in understanding each team member individually.

Begin by asking them to observe:

● What motivates you to shine?

● How do you prefer to receive recognition?

● What managerial approaches resonate with you?

● What managerial approaches should be avoided?

Gaining insight into these facets will enable you to stimulate each individual’s drive. Once armed with this knowledge, ponder the following:

● How can I motivate this individual?

● How can I acknowledge this individual?

● How can I leverage this individual’s strengths?

● What managerial pitfalls should I avoid?

3. Listen actively

All too often, when we listen, we only do so to reply back, right? Visionary leaders devote time to genuinely listening to their team members.

Rather than listening to respond, listen to comprehend.

Establish a sincere interest in understanding the message by eliminating distractions and posing significant follow-up queries. The psychological safety net I spoke of earlier; empathy goes a long way. Remain receptive to feedback. Feedback serves as a catalyst for growth.

4. Embrace failures. Yes, it is absolutely OK to fail…

Visionary leaders embrace failures and gather insights from them. Following a setback, take stock of what came out well, what requires adjustment, and what lessons did you gather from the experience?

Maintaining strength and positiveness will foster similar qualities within your team. As a leader, you serve as an prototype for others to imitate.

Here are my concluding thoughts…

It’s time to drive your organisation forward, and as a visionary leader, you possess the capacity to effect this change.

Jack Welch, the former CEO of General Electric, remarked, “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to fruition.”

Ensure you define your vision with precision and cultivate habits that reinforce its realisation.

Related Topics:Assiduus Global Inc Somdutta Singh

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Netflix India names Rekha Rane director of films and series marketing

Streaming giant bets on a seasoned marketer who helped build Amazon and Netflix into household names

Published

3 weeks ago

February 9, 2026

indiantelevision.com Team

MUMBAI: Netflix has put a proven brand builder at the helm of its films and series marketing in India, naming Rekha Rane as director in a move that signals sharper focus on audience growth and cultural cut-through in one of its most hotly contested markets.

Rane steps into the role after seven years at Netflix, where she has quietly shaped how the platform sells stories to India. Her latest promotion, effective February 2026, crowns a run that spans brand, slate and product marketing across originals, licensed content and new verticals such as games.

A strategic marketing and communications professional with roughly 15 years’ experience, Rane has spent much of her career building technology-led consumer businesses and new categories, notably e-commerce and subscription video on demand. She was part of the early push that introduced Amazon.in, Prime Video and Netflix to Indian homes, then helped turn them into everyday brands.

At Netflix, she most recently served as head of brand and slate marketing for India from March 2024 to February 2026, leading teams across media and marketing for global and local content portfolios. Before that, as manager for original films and series marketing, she led IP creation and go-to-market strategy for titles including Guns and Gulaabs, Kaala Paani, The Railway Men* and The Great Indian Kapil Show, spanning both binge and weekly-release formats.

Her earlier Netflix roles covered product discovery and promotion in India and integrated campaign strategy to drive conversations around the content slate, product awareness and brand-equity metrics.

Before Netflix, Rane logged more than three years at Amazon in brand marketing roles in Bengaluru. There she handled national and regional campaigns for Amazon.in, worked on customer assistance programmes in growth geographies and contributed to the go-to-market strategy for the launch of Prime Video India.

Her career began well away from streaming. At Reliance Brands in Mumbai, she worked on retail marketing for Diesel and Superdry. A stint at Leo Burnett saw her work on primary research for P&G Tide, mapping Indian shoppers’ paths to purchase. Earlier still, at Orange in the United Kingdom, she rose from sales assistant to store manager, running a team and owning monthly P&L for a retail outlet.

The arc is telling. As global streamers fight for attention in a crowded Indian market, executives who understand both mass retail behaviour and digital habit-building are prized. Rane’s career sits at that intersection.

For Netflix, the bet is simple: in a market spoilt for choice, sharp marketing can still tilt the screen. And with Rane now leading the charge, the streamer is signalling it wants not just viewers, but fandom.

Brands

Orient Beverages pops the fizz with steady Q3 gains and rising profits

Kolkata-based beverage maker reports stronger revenues and profits for December quarter.

Published

3 weeks ago

February 9, 2026

indiantelevision.com Team

MUMBAI: A fizzy quarter with a steady aftertaste that’s how Orient Beverages Limited, the company that manufactures and distributes packaged drinking water under the brand name Bisleri closed the December 2025 period, as the Kolkata-based drinks maker reported improved revenues and a healthy rise in profits, signalling operational stability in a competitive beverage market.

For the quarter ended December 31, 2025, Orient Beverages posted standalone revenue from operations of Rs 39.98 crore, up from Rs 36.42 crore in the previous quarter and Rs 33.53 crore in the same quarter last year. Total income for the quarter stood at Rs 42.24 crore, reflecting consistent demand and stable pricing across its beverage portfolio.

Profit before tax for the quarter came in at Rs 3.47 crore, a sharp improvement from Rs 1.31 crore in the September quarter and Rs 0.39 crore a year ago. After accounting for tax expenses of Rs 0.79 crore, the company reported a net profit of Rs 2.68 crore, nearly three times the Rs 0.99 crore recorded in the preceding quarter.

On a nine-month basis, the momentum remained intact. Revenue from operations for the period ended December 31, 2025 rose to Rs 117.66 crore, compared with Rs 106.95 crore in the corresponding period last year. Net profit for the nine months climbed to Rs 5.51 crore, more than double the Rs 2.18 crore reported in the same period of the previous financial year.

The consolidated numbers told a similar story. For the December quarter, consolidated revenue from operations stood at Rs 45.06 crore, while profit after tax came in at Rs 2.06 crore. For the nine-month period, consolidated revenue touched Rs 133.57 crore, with net profit of Rs 4.49 crore, underscoring the group’s improving profitability trajectory.

Operating expenses remained largely controlled, with cost of materials, employee benefits and other expenses broadly aligned with revenue growth. The company continued to operate within a single reportable segment beverages simplifying its cost structure and reporting framework.

The unaudited financial results were reviewed by the Audit Committee and approved by the Board of Directors at its meeting held on 7 February 2026. Statutory auditors carried out a limited review and reported no material misstatements in the results.

In a market where margins are often squeezed by input costs and competition, Orient Beverages’ latest numbers suggest the company has found a reliable rhythm not explosive, but steady enough to keep the fizz alive.

MAM

Washington Post CEO exits abruptly after newsroom cuts spark backlash

Leadership change follows layoffs, protests and a bruising battle over trust.

Published

3 weeks ago

February 9, 2026

indiantelevision.com Team

MUMBAI: When the presses are rolling but patience runs out, even the editor’s chair isn’t safe. The Washington Post announced on Saturday that its chief executive and publisher Will Lewis is stepping down with immediate effect, bringing a sudden end to a turbulent two-year tenure marked by financial strain, newsroom unrest and public backlash.

Lewis’s exit comes just days after the Bezos-owned newspaper announced sweeping job cuts that triggered protests outside its Washington headquarters and a wave of anger from readers and staff. While newspapers across the US are grappling with shrinking revenues and digital disruption, Lewis’s leadership had increasingly come under fire for how those pressures were handled.

The Post confirmed that Jeff D’Onofrio, a former Tumblr CEO who joined the organisation last year as chief financial officer, has taken over as CEO and publisher, effective immediately. In an email to staff, later shared by reporters on social media, Lewis said it was “the right time for me to step aside.”

The leadership change follows the announcement of large-scale redundancies earlier this week. While the Post did not officially confirm numbers, The New York Times reported that around 300 of the paper’s roughly 800 journalists were laid off. Entire teams were dismantled, including the Post’s Middle East bureau and its Kyiv-based correspondent covering the war in Ukraine.

Sports, graphics and local reporting were sharply reduced, and the paper’s daily podcast, Post Reports, was suspended. On Thursday, hundreds of journalists and supporters gathered outside the Post’s downtown office in protest, calling the cuts a blow to public-interest journalism.

Former executive editor Marty Baron described the moment as “among the darkest days in the history of one of the world’s greatest news organisations.”

Lewis defended his record in his farewell note, saying “difficult decisions” were taken to secure the paper’s long-term future and protect its ability to publish “high-quality nonpartisan news”. But his tenure coincided with growing scrutiny of editorial independence at the Post.

Owner Jeff Bezos faced criticism for reining in the paper’s traditionally liberal editorial page and blocking an endorsement of Democratic presidential candidate Kamala Harris ahead of the 2024 US election. The move was widely seen as breaking the long-standing firewall between ownership and editorial decision-making.

According to a Wall Street Journal report, around 250,000 digital subscribers cancelled their subscriptions after the paper declined to endorse Harris. The Post reportedly lost about $100 million in 2024 as advertising and subscription revenues slid.

While the wider newspaper industry continues to battle declining print advertising and the pull of social media, some national titles have stabilised. Rivals such as The Wall Street Journal and The New York Times have managed to build sustainable digital businesses, a turnaround that has so far eluded the Post despite its billionaire backing.

As Jeff D’Onofrio steps into the role, the challenge is stark, restore confidence inside the newsroom, win back readers who walked away, and prove that one of America’s most storied newspapers can still find its footing in a brutally competitive media landscape.